Some products stay in the assortment longer than they should.
They still sell a little. An important customer buys them every now and then. The sales team remembers why they were added in the first place. And there's still stock sitting in the warehouse.
But a little revenue isn't necessarily the same as value.
A product can generate revenue and still tie up too much capital, require large minimum order quantities (MOQ), and create extra work for purchasing and the warehouse. On the other hand, a low-revenue product can still matter — because it's important to a key customer or supports the sale of something else.
That's why a good decision about your assortment needs more than a sales report.
Here's a practical model for assortment management, so you can decide whether a product should be kept, managed differently, turned into a special-order item, or phased out.